After watching the slides on entrepreneurial thinking, my understanding of it has changed dramatically. I realized that entrepreneurial thinking is a comprehensive concept; it includes many components in addition to the ability to plan a business strategy properly. For example, entrepreneurial thinking is the ability to derive value from any situation, even the worst for the entrepreneur. It is also the ability to quickly find the right connections, resources, and opportunities at any stage of one’s business. Another misconception I had was that to have an entrepreneurial mindset, one has to be very prudent. An entrepreneur does not tremble over every penny; for him, money is a tool to accomplish things in life. In addition, I have learned that it is essential to develop entrepreneurial thinking, even for people who do not want to run a particular business. Even if a person does not set up their own business, this way of thinking allows them to understand that they can overcome any difficulties through perseverance and resilience.
An inclusive organizational culture is understood here as a reflective one, encourages mutual understanding and acceptance of diversity, and uses multidisciplinary approaches better to understand life situations and social problems in pluralistic societies. It is about innovative social services, with their particular know-how that emerges through consultation and coordinated action, guided by a spirit of openness and diversity. Thus, we will develop an inclusive culture by introducing training materials and activities that focus on education in an inclusive corporate environment. We will learn how to behave appropriately in the workplace with different social categories of people. To develop an entrepreneurial culture, it is necessary to perceive it as a multi-level system in the context of its essential elements. We will develop an entrepreneurial culture through independent, innovative practice and the improvement of an entrepreneurial mindset based on qualifications and intuition.
I believe that the key barrier to innovation in a company is the resource barrier. To implement innovations, companies need to specifically allocate resources for their development, implementation, and diffusion in the marketplace. These resources can be derived from internal and external to the company. The idea of the innovation, its accompanying technology, and its cost-effectiveness directly impact the ability to raise funds. The more promising the innovation is, the more resources can be raised to implement it. The more extensive and reliable the company is, the more opportunities it has to raise funds to finance the innovation, but the lower its resource barrier it may have in bringing the technology to market.
The resource barrier for a start-up in the absence of the necessary investment infrastructure may be insurmountable. At the same time, for a large company, the potential market for innovation may not be attractive. According to the resource-based understanding of barriers to innovation, a key factor suppressing innovation is weak fundraising infrastructure. Such a factor could also be the predominance of large companies in the economy. The share of revenues from innovative projects is not decisive for their further development and existence. One way to overcome the resource barrier is to improve the fundraising infrastructure and for small companies to find alternative ways of raising funds. In addition, small companies can team up with more significant economic players to obtain funding.